Platform One
Your business can run without you.
You already know that. We find the one thing stopping it.
Find out what's brokenWhat we do
Find it. Fix it. Prove it.
One thing is holding the rest in place. We find which one, fix it with you, then measure again and show you it moved.
If three of these are true, you already have the problem.
You are in every decision that matters, and most that don't.
One person quits and you are in real trouble. You know which one.
Everyone nods in the meeting. Nothing is different two weeks later.
Your team can name the biggest problem. It is not the one you would name.
That's not a people problem. You hired fine. It's a decision problem, and those don't fix themselves.
And it grows. The person everyone routes around becomes the person nothing happens without. The good people stop bringing you things, then they leave, and you find out why at the exit interview.
It's called Baseline.
A full audit of your whole company.
The deepest look at your business you have ever had.
We ask everyone separately, with no names on the answers, then measure the distance between what you believe and what they know.
That distance is the problem, and it is costing you money today.
What it covers
Three steps outside. Five sectors inside.
A racing lap is timed in sectors, because that is the only way to see which part cost you the race. We score a business the same way. Most owners are sound in four and losing in one, and almost nobody is losing where they expect.
- S1FinanceWhere the money actually goes, and what it costs to find out late.
- S2MarketingWhether new business arrives predictably or by luck, and whether the agencies and lead-gen firms you pay for are actually producing.
- S3PeopleWho the work really depends on, and what stops without them.
- S4OperationsHow the work moves, against how it is supposed to.
- S5PerformanceWhether any of it is measurably better than last quarter.
What a finding looks like
A worked example. The owner thought he had a hiring problem.
Not a client. Zero means everyone agrees. Above 0.6 means they don't.
Worked example · not a client
Three scores over 0.6, all pointing at the same desk. The owner's. He isn't the hold-up, he's the approval, which is why hiring around it wouldn't have worked. He didn't need an operations manager. He needed to give four decisions away, and to know which four.
It's called the P1 Method. Find it. Fix it. Prove it.
Most firms do the first one and call it a job. Almost nobody can do the third at all. Step one takes as long as your company is complicated, and we will tell you that number before we start.
We audit the business, then sit down with you
You answer first, then your partners, then your team. Nobody sees anyone else's answers.
Plenty of owners stop here and go fix it themselves. That's a fine place to stop.
We come in and run the fix with you
A small senior team works your business alongside your people until the problem is gone. Nobody hands you a plan and leaves.
We measure again and show you it actually moved
Almost nobody else can do this, for a boring reason: they never measured you before they started. We did, in step one.
The number either moved or it didn't.
What the weeks look like
We are in the business every week.
Every Monday, this lands in your inbox.
- Give Marcus final sign-off on quotes under $10k. Tell the team in writing, not in a meeting. This is the single biggest thing on your list.
- Pull the last ten reworked jobs. Two of us will be on the call. We are looking for what all three job types share.
- Ask Dana to write down the two things only she can do. Fifteen minutes. We will use it next week.
Most consulting hands you a plan and leaves. The rest sits in a folder.
We're in the room. You get us for the week, then the next week, until it's fixed. The email is just how the week gets written down.
Quoted per company, approved by you before anything starts. The weekly work is priced separately and begins in the six figures a year.
Somebody who has built and sold them, not just advised them.
structured, advised
and exited
more than once
Founded, scaled and exited companies across finance, real estate, technology and education. Roll-ups, re-caps, and a few deals walked away from that looked good on paper and would have killed me.
Sat across from family offices, funds and institutional investors in the US and the Middle East. Raised, structured or advised on over a billion dollars.
The pattern that stuck was never about the money. It was watching what actually stops good companies from growing, and how rarely it is the thing the founder is focused on.
- —
Founder · Align Equity Group, Lot 29 Capital, The Wealth Circle, The Come Up
- —
Author · Capital Is the Game, a number one Amazon new release
- —
Board · Chairman's Society, Make-A-Wish Southern Florida
- —
Licensed · Series 65 and 63. Relevant to the regulated work, and not the reason anyone hires us.
Why us and not them
Deeper work. A fraction of the disruption.
The old firms put eight people in your building for six months. We use AI for the reading and the sorting, so a small senior team spends its time on judgement instead of paperwork.
Fewer strangers in your building, and no pyramid of analysts to pay for. A person reads every account and signs their name to every finding.
Start here
You already have
a theory. Test it.
Tell us what you think is holding the business up. We'll tell you whether the audit would settle it.
We take a handful at a time. Step three puts our people in your building.